Internatinal business negotiation

International business negotiation——To be a qualifiednegotiator姓名：学号：专业班级：To be a qualified negotiatorToday’s globalization requires professionals to deal with their counterparts in countries with different economic, cultural, legal, and political environments. You may need to resolve a dispute with a supplier, finalize a counter proposal for a state-owned enterprise, or lead a multicultural team. Thus in a globalized market, few subjects are as critical as negotiating across cultural boundaries. When negotiators are from diverse culturally sensitive negotiating skills are necessary for managing in an international setting. So, it needs we deal with carefully and keenly.As we know, if you want to be a good international negotiator you should prepare well before start the negotiation.The most important thing is to collect information. Such as: the background, corporate culture and management method of the target co. you will negotiate with. Because all these aspects will be closely related to their offer, their way of doing business, even the strategy they will adapt in a negotiation. In addition, know the people well who will attend in the negotiation by all possible means. Pay more attention to their negotiation style: task-oriented or people-oriented? Their ways of handling things, directly or indirectly? High-context or low-context? The philosophy they stickto, win-win one or the win –loss one? And if possible, know about their personalities which may affect the going of the deal to a certain extent.Apart from that, you should spare some efforts on your own part, this may include: set up your objectives clearly. Always keep what you want to achieve in mind, work out a strategy (according to their possible tactics), distribute the roles appropriately, when doing this; you should be clear about different people’s characteristics. Last one; be ready to cooperate with other members in a team. Different people may have different perspectives and views to different things and in a negotiation they play different roles and have certain emphasis. So be cooperative is rather critical for a successful negotiator.1. Target decisionPerhaps the most important part of pre-negotiation planning is determining, with some precision, the negotiation objective that need to be achieved. A buyer cannot go into a negotiation with vague objectives such as ‘to get the price down or “to do the best I can”. A buyer must go further than this and establish a negotiation objective for each agenda item that he intends to raise.2. Collecting informationThe first step you should do is that you must make sure which kind of information you need.Then, we can use the following way get some important information.(1)international organizations;(2)governments;(3)service organizations;(4)directories and newsletters;(5)on-line service;(6)local laws and regulations;(7)information on financial credit;(8)market survey.3. Staffing negotiation teamsGenerally speaking, a negotiation team consist of a team leader or chief negotiator, and an interpreter if it is a bilateral negotiation, and a note keeper. Other key members of the team include professionals and experts representing their special fields, such as production, sales promotion, technology, financial accounting, engineering, law and other areas concerned with a specific negotiation, counting, engineering, law and other areas concerned with a specific negotiation.4. Choice of negotiation venuesGenerally speaking, negotiation sites can be divided into three categories host venue, guest venue and third party’s venue. You can according the situation and then choose right place. A careful consideration and arrangement for the preparatory work cansave a lot of time and resources for negotiators.5. Communicate in negotiationMuch of what people communicate to one another is transmitted with nonverbal communication. Examples include facial expressions, body language, head movements, and tone of voice, to name just a few. Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation; they let the other know that you are listening and prepare the other party to receive your message. We discuss three important attending behaviors: eye contact, body position, and encouraging.6.The Case study of Cultural Difference Of Nonverbal CommunicationAnother most important factor which affects the success of business negotiation is cross-cultural communication.The study of cross-cultural communication includes language communica tion and non-verbal communication.People usually pay attention to verbal communication in general during communication.They believe that language is the only way to transmit and compre hend information,while ignoring the importance of non-verbal communication.This paper attempts to introduce the basic ideas of non-verbal communication and apply relevant principles to account for some cross-culture business negotiation skills through case studies.This paper aims to make people understand the importance of non-verbal communication and the non-verbal language difference which is influenced by different social ba ckgrounds so as to avoid business negotiations failure.Then i want to share with you some case about culture different: Case1:The Culture Difference of Body LanguageAt an international airport in an Arab country,a Chinese engineer wanted to express his appreciation attitude while che cking the luggage.As he knew no Arabic,the only way for him was to shake hands with the officer.Both of the engineer’s hands were full—his left hand was holding a small traveler’s bag and his right hand a pi ece of luggage.For the sake of convenience,the engineer quic kly put the bag into his right hand and extended his left oneto the officerhe was expecting a hand shake with the officer.Something happened unexpectedly.The officer’s smiling face turned pale and the smile disappeared at once. Instead of a courteous handshake,he slapped that engineer’s extended hand and walked away.Analysis:Personal body movements and facial expressions c an convey information which sometimes can cooperate with the l anguage,and sometimes even can replace the language to conveyinformation.What is wrong with the Chinese engineer in the c ase above?The point is that:he extends his left hand the Ara b officer for a handshake.What that engineer do not know is t hat,in Arab culture,left hand is dirty,and it is regarded a s an insult if someone uses it for a handshake.It is true that a business person could not have a complet e knowledge of all other culture and customs.However,as a bu siness person,he should learn as much as possible.Actually, more and more Western business magazines and journals have bec ome more and more interested in study on cultural differences and teaching their business people how to behave accordingly i n another culture.People of different cultures will have different understan ding about body language.Business Communication is not only t he exchanges and cooperation in the economic field,but also t he exchange and communication between cultures,and cultural f actors always play a crucial role.The same movements or expre ssions in different cultures may stand for different meaning. For example,Americans use thumb and index finger to make a ci rcle instead"OK"as a symbolic gesture.But,in Japan,it is s tand for"coin",the shape of"money".So in Japan the gesture means the money.In France,in most cases,the gesture means"zero"or"no value".Use the same gesture on the same occasi on can means different kinds of meaning in different culture and cause different kinds of responses.The same gesture,the Americans means"OK";the Japanese means"money",they want to know something about the price;French means"no value".In a word,in the process of business communication businessmen sh ould know some cultural habits to avoid unnecessary misunderst anding.Case2:The Cultural Difference of ParalanguageSome Japanese businessmen went to the United States for a large trade negotiation.At the beginning of the negotiations, U.S.representatives spoke a lot.They want to reach an agree ment quickly.However,the Japanese representatives kept silent.When the U.S.representatives try to talk with the Japanes e,these American managers confused and felt frustrated.Becau se the American managers sometimes just got a"Hay"or a nod a s the answer,even sometimes they got nothing but the silence. Finally,the U.S.manager concluded:"The Japanese do not wan t to do business with us.They are so rude,they even do not ha ve a willing to talk with us!"This trade negotiation ended w ith failure.Analysis:More often the American-Japanese business communication runs into a loop:the more the American talks,the-mor e silent the Japanese will be-they need time to digest what th e American has just said;and the more silence the Japanese re spond with,the more the American will talk.For those America n managers,perhaps the saying“enough is enough”is the be st expression to describe their irritated feeling or frustrati on.This helps to explain why the American manager in the case above finally said:"The Japanese do not want to do business with us.They are so rude,they even do not have a willing to talk with us!"What makes the American-Japanese business communication r uns into such a loop is the cultural difference of the two cou ntries.They have different understanding of silence.American s believe an eloquent speaker is regarded as a good communicat or.For that reason,many Americans assume that one should be eloquent,and this should be the standard applicable everywher e in the world.However,what they do not know is that such a standard does not fit into the Japanese context.The Japanese culture,on the contrary,takes silence as an earnest way to t hink about what others have said(or are saying).Moreover,Ja panese distrust“speakers”.As the proverbhe who knows does not speak,and he who speaks does not know.That’s the reason why many Japanese often remain silent or pause for a long time before they say anything.As far as silence i s concerned,Japanese have all kinds of silence,each of which carries different meanings.And this is something many Americ an managers have little knowledge about.In a word,we must pay attention to the turn-taking skills during business conversation.In English-speaking countries, silence is the worst response during the communication.Becaus e they believe response is a expression of respect and attenti on.We must use non-verbal signals from time to time to mainta in a context with others during business communication.7. The necessary qualities a negotiator should have，such as:(1).Patience.(2).Self-control ability.(3).Listen carefully.Finally, we need to do a lot more to make us a successful negotiator, the above words are far less enough. But they can be seen as a guide and the direction for us. “Where there is a will, there is a way.” If only we set up our mind and spare no effects, nothing is impossible in the world, so does “be a successful negotiator come on!”【Reference】[1]Roy J. Lewicki & Bruce Barry & David M. Saunders. international business negotiation[2]Claude Cellich & Subhash C. Jain. Practical solutions to global business negotiations[3]白远.国际商务谈判欢迎您的下载，资料仅供参考！致力为企业和个人提供合同协议，策划案计划书，学习资料等等打造全网一站式需求。

外文文献翻译International Business NegotiationsPervez Ghauri & Jean-Claude UsunierWhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and cultural conditioning. Negotiation is the process by which at least two parties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an underlying matrix of conventional wisdom, beliefs, and social expectations. Negotiations involve two dimensions: a matter of substance and the process. The latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. Only when dealing with someone from another country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. This becomes more apparent when the negotiation process is international, when cultural differences must be bridged.When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. The greater the cultural differences, the more likely barriers to communication and misunderstandings become. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all, people are pretty much alike everywhere and behave much as we do.” Even if they wear the same clothes you do, speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view amember of another culture as a brother in spirit. That negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background; in fact its use can often result in more harm than gain. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture.Members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focus on how the promises can be kept (process and implementation). Americans negotiate a contract; the Japanese negotiate a personal relationship. Culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. Negotiations can easily break down because of a lack of understanding of the cultural component of the negotiation process. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal”has a strong negative connotation, even today in contemporary Russia. Similarly, for Russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (The Russians are not alone here: a Mexican will not compromise as a matter of honor, dignity, and integrity; likewise, an Arab fears loss of manliness if he compromises.) A negotiation is treated as a whole without concessions. At the Strategic Arms Limitation Talks (SALT) talks, the Americans thought they had an agreement (meaning conclusive commitment), while the Russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). When the Americans thought they had an understanding, the Russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. Different cultural systems can produce divergent negotiating styles--styles shaped by each nation’s culture, geography, history, and political system. Unless you see the world through the other’s eyes (nomatter how similar they appear to you), you may not be seeing or hearing the same. No one can usually avoid bringing along his or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. The way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to one’s own advantage to realize what each party wants from the negotiations, and to turn the negotiations into a win-win situation for both sides. A few potential problems often encountered during a cross-cultural negotiation include ( Frank, 1992):Insufficient understanding of different ways of thinking.Insufficient attention to the necessity to save face.Insufficient knowledge of the host country--including history, culture, government, status of business, image of foreigners.Insufficient recognition of political or other criteria.Insufficient recognition of the decision-making process.Insufficient understanding of the role of personal relations and personalities.Insufficient allocation of time for negotiations.Over two-thirds of U.S.-Japanese negotiation efforts fail even though both sides want to reach a successful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there are twenty-five failures.) In fact, these numbers hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceives the other from its own ethnocentric background and experience, often neither side fully comprehends why the negotiations failed. It is precisely this lack of knowledge concerning the culture and the “alien” and “unnatural” expectations of the other side that hinders effective negotiation with those from another culture.In cross-cultural negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. To other Americans, the valued American traits of directness and frankness show evidence of good intentions and personal convictions. To an American it is complimentary to becalled straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive”is a derogatory characterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such as thoughtful, cooperative, considerate, and respectful instill positives in the Japanese and many Asian cultures.Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. However, in a cross-cultural context, besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other culture. The two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feeling, to show or hide motivation and interests. From the other party’s perspective, for example, to some cultures Americans may appear aggressive and rude, while to others, those very same Americans appear calm and uninterested.1 The Art of NegotiationsThe word “negotiations”stems from the Roman word negotiari meaning “to carry on business” and is derived from the Latin root words neg (not) and otium (ease or leisure). Obviously it was as true for the ancient Romans as it is for most businesspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). John Kenneth Galbraith said “Sex apart, negotiation is the most common and problematic involvement of one person with another, and the two activities are not unrelated.” Negotiations are a decision-making process that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement.A negotiation is two or more parties striving to agree when their objectives do not coincide.Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties havein common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating table are interdependent. Their goals are locked together. A seller cannot exist without a buyer. The purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. The objective is to pursue a win-win situation for both parties.Negotiations take place within the context of the four Cs: common interest, conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution, profits, contractual responsibilities, and quality. Compromise involves resolving areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce the result. The criteria include the conditions under which the negotiations take place. The negotiation process has few rules of procedure. Rules of procedure are as much a product of negotiation as the issues. Over time, the four Cs change and the information, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four Cs, the environment, and the perspective. In essence, negotiation takes place within the context of the political, economic, social, and cultural systems of a country. The theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. This theory is based on actors who share certain values and beliefs based on their culture. These actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. We bargain when:1. A conflict of interest exists between two or more parties; that is, what is, whatone wants is not necessarily what the other one wants.2. A fixed or set of rules or procedures for resolving the conflict does not exist,or the parties prefer to work outside of a set of rules to invent their own solution to the conflict.3. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently break off contact, or to take their dispute to a higher authority to resolve it.In summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiating that involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5) specific situational conditions under which the negotiation is conducted.2 VerbalLanguage is highly important. When people from different cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically, move slowly, use questions liberally, and avoid slang and idioms. Even the discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meanings for the word “corruption”are negative; however in the United States, the word connotes being morally wrong while for the Koreans it implies being socially unfortunate. The Mexican will not compromise as a matter of honor, dignity, and integrity. The Arab fears loss of manliness if he compromises. In Russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. For Russians, a negotiation is treated as a whole without concessions.In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly valued in Swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others.3 Nonverbal Communications in Cross-Cultural NegotiationsNonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are all different from culture to culture. Nonverbal behaviors either accompany verbalmessages or are used independently of verbal messages. They may affirm and emphasize or negate and even contradict spoken messages. Nonverbal behaviors are more likely to be used unconsciously and spontaneously because they are habitual and routine behaviors.The wide range of behaviors called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal activity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is called proxemics, and the use of time is chronemics. Physical appearance includes body shape and size, as well as clothing and jewelry. Finally, artifacts refer to objects that are associated with a person, such as one’s desk, car, or books. It should be emphasized that these codes do not usually function independently or sequentially; rather, they work simultaneously. In addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. This wide range of nonverbal behaviors serves various functions in all face-to-face encounters. Most important, emotional messages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. The other side’s interpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 2001国际商务谈判伯维茨.高利, 简.科劳德.阿斯尼尔当两个人交流时,他们很少精确地谈论相同的问题,因为实际的意思会受到每个人认知的世界和文化熏陶的影响。

国际商务谈判International Negotiation1. 谈判是人们为了协调彼此之间的关系，满足各自的需要,通过协商而争取到意见一致的行为和过程。

2. 参与谈判的各方都是有所求的，但同时也不能无视他方的需要（win —winconcept ）AB3. 谈判是一门科学也是一门艺术。

Negotiation is science and art4. 商务谈判的基本原则Principles ：1) Sincere, true, honest 真诚2)Equality and mutual benefit 平等互利3) Seek common ground while leaving differences 求同存异4) Fairness 公平5. 用图表表示谈判的良性循环6. 用图表解释解决谈判中矛盾的方法（psychology adjustment ） （International law ）solved problemconflictN=C=N Negotiation=Consult=Negotiation7．美国商人谈判风格1)History◆《The Declaration of Independence》独立宣言◆Immigrant from Europe to America◆Open up America◆The spirit of developing America◆Creation2)Americans attach importance on◆Practice 实际◆Keep one’s promise and respect contractsLawyers play a very important role in the negotiation。

Not until they confirm everything in the contract will they sign it. After the agreement，Americans keep it seriously。

Model 2卡特：Mr. Wang, there’s still the question of the date of delivery. Can you ship as quickly as you can?王明：Quickly? That’s ambiguous and how to define it? People hold different definitions.卡特：My requirement is that the goods should be shipped on the first ten-day period of November to Liverpool so we will be in time for the winter high season.王明：Oh, on the first ten-day period of November to Liverpool？However, it’s the last-day period of September. It’s hard to ship right now though we have prepared the goods.卡特：I know, but recently shipping is into a peek and the shipping spaces are almost full.王明：I was told yesterday that liner space to Europe has been fully booked up before next month, I’m afraid I can’t make anything out of nothing.卡特：But as far as we know, is there a tramper?王明：Yes, but seldom. Even though there’s an irregular line, I’m not sure whether it has enough space to ship all the goods.卡特：Is it possible if transshipment permitted?王明：Transshipment adds to the expenses, risks of damage and sometimes may delay arrival. As I know, this time, transshipment spaces to Europe is tiny. However, we can have a try. We have a good relationship with Hong Kong Transportation Company which signed a long-term agent agreement with many big shipment companies in the world and is famous in shipmen.卡特：You know, direct shipment is of course preferred but if the situation is not allowed, we agree to transship to Hong Kong. To be honest, it makes no sense if the goods are not sold in time even though their quality is excellent and price competitive.王明：Yes, I completely understand.卡特：As I know, there is a liner from Hong Kong to Europe in mid-October. If you try your best to catch up with it, nothing is a problem.王明：It’s difficult for us to accept the pointed second vessel, because many elements cause the date of shipment, in addition, whether the ship stops by Hamburg or not or whether the ship is full or not?卡特：Oh, I don’t take them into consideration. Can you give any suggestions?王明：To make it easier for us to get the goods ready for the shipment and to meet your urgent need, I will give a call to Hong Kong transportation company right now, so we hope that partial shipment will be allowed. We will ship half of your order at the beginning of this October and the rest will be shipped at the end of October what do you think?卡特：Could you make it better? Say 80% for the first shipment?王明：I’m terribly sorry. We’ve already tried our best.卡特：Ok, that’ll be fine. I appreciate your cooperation.Model 3穆迪：Miss Sima, I’m glad that we’ve settled the quality, quantity, price and date of delivery.司马：Yes.穆迪：Now, what about the terms of payment?司马：Well, we only accept payment by T/T with our new customers, because we can ship as soon as we receive the money.穆迪：Oh, there are many payment terms in foreign trades, such as D/P、D/A、O/A、sight L/C andso on. Would you like to accept other payment terms to replace T/T?司马：Paying by T/T is our common payment term with our new customers because it can insure we have enough funds to turnover, arrange produce in time and deliver on time.穆迪：But we have to prepaid so much funds and that will tie up our funds too! How about O/A? 司马：I’m so sorry! There is not precedent about O/A.穆迪：D/A? We accepted D/A with a Japanese company and cooperated happily!司马：Sorry, our company set there is no permission to use D/A in the big deal. And I can’t get out of the line. Please forgive me, thank you!穆迪：Can I pay 30% by D/A and 70% by others?司马：Sorry, I’m helpless.穆迪：So, which one do you choose?司马：To the big deal, we usually accept the payment by a confirmed letter credit at sight. What do you think?穆迪：The problem is opening a L/C means we need to add to expenses, such as the bank’s handling charge、fax charge and so on, in addition we have to pay a deposit. It still ties up our funds and increases import cost.司马：Miss Mudi, you know our quotation is competitive and you can get a large profit. Both of them can counterbalance the charges you pay. And you can take to the bank give you a favorable on the deposit.穆迪：How about D/P?司马：No, perhaps we shall consider it after we have more business together.穆迪：As this is the first transaction we’ve done with you, I would suggest that you give us more favorable terms?司马：Quiet right, but it was only under very rare circumstance that we did so.穆迪：Well, I still hope you can reconsider it.司马：To meet you half-way, what do you say to 50% deposit and the balance by L/C?穆迪：That’ll be fine. Thank you very much for your cooperation.。

国际商务谈判International Business NegotiationA negotiation is a meeting or a series of meetings in which the parties need each other ' s agreement to reach a specific objective.The fundamental principles of negotiation1. Negotiation is an element of human behavior.2. Negotiation takes place only over issues that are negotiable.3. Negotiation takes place only between people who have the same interest.4. Negotiation takes place only when negotiators are interested not only in taking but also in giving.5. Negotiation takes place only when negotiating parties trust each other to some extent.Chapter 1 Negotiation motives and key terminology 谈判动机与关键词语Negotiation 谈判Conflicts 冲突Stakes利益Case study: Matsushita Electric Corporation 松下电器公司NEGOTIATION 谈判A successful negotiation must satisfy at least the following conditions:1. The outcome of negotiation is a result of mutual giving and taking. One sided concession or compromise can not be called a successful negotiation.2. Negotiations happen due to the existence of conflicts, however, no negotiations can proceed smoothly and come to a satisfactory solution without collaboration between the participants.3. Negotiation is a behavioral process, not a game; in a good negotiation, everybody winssomething. Success isn ' t winning everything; it ' s winning enough.CONFLICTS 冲突The definition of conflicts states three points:1. Parties in conflicts are interdependent, which means there remains a kind of relationship developed by interrelated interests and concerns. There would be no conflict if two parties were not interrelated and had nothing to do with each other.2. Con tradictio ns and in terests coexist. If there are on ly con tradictio ns and no shari ngof com mon in terests, n egotiati ons become groun dless and unn ecessary.3. Two parties in a conflict will naturally fight for each other ' s own interests and nevery effort to gain more from the other side, as a result it will reduce gain of interestsexpected in itially.STAKES利益Stakes are the value of ben efits that may be gained or lost, and costs that may bein curred or avoided. Four points n eed to be clarified:1. Negotiation parties will either gain the interests they expect to win from then egotiati on or lose what they hope to attai n, which in dicates that the talks are pert inent to releva nt parties ' own affairs and in terests. Only whe n a party has stakes conn ected with the issues to be talked, can it become actively engaged in the negotiation.2. Free lunch is not provided at the n egotiati on table, in ano ther word, to get what is desired, both parties have to pay for the gaining at either high cost or low cost depe nding on how well n egotiators man age the situati on.3. The n egotiators will have to decide how much of stakes can be gained and whether a particular gain is the one that a party desires for. They will also have to decide how much they may gain if they choose opti on A in stead of opti on B.4. Negotiators will have to compare and bala nee the relati on betwee n the curre nt in terests and long term in terests or un derly ing desires in order to make decisi on on satisfy ing long term interests at the cost of current interests.Effective negotiati ng (VCD)成功谈判Who s who in Effective NegotiationThe compa niesLevien SA , based in Brussels, Belgium.It is an intern ati onal compa ny which manu factures specialist paints and dyes.In its head office it has a small IT function which the company has decided to outsource.Okus IT, based in Swindon, in the South of En gla nd.They specialize in managing IT projects and taking over the IT departments of theirclie nt compa ni es.The n egotiati onOkus have sent a detailed writte n proposal to Levie n.The meet ing has bee n arran ged to n egotiate the terms of any agreeme nt.In particular the following two issues are likely to be sticking points:1. StaffingLevien would like to protect the jobs of their current IT team.They want Okus to employ the four members of the team, and are under pressure from the unions to make sure outsourcing contracts like this do not lead to redundancies.Okus, on the other hand, will not want totake on Levien ' s whole team.They already have project engineers based in Swindon.2. PricingOkus have proposed two levels of IT support: Level AA fixed monthly price which will cover all support work (daily maintenance and customer support) and specified project work (hardware and software upgrades, training. Etc.) Level BA lower monthly invoice based on just support work. Any additional project work will be logged and then added to the invoice the following month.1. Preparing the groundThe peopleAndrew Carter is Export Sales Manager for Okus IT. He has made the initial contact with Levien. He has met one of the Levien team, Sean, before.Karen Black is a Project Manager at Okus IT. She has prepared the specifications for this contract. This is the first time she has been involved in negotiating an overseas outsourcing contract. She is anxious about the meeting.Francoise Quantin is the current IT Manger at Levien. She is about to be promoted to Head of Logistics. She is keen that her IT team are protected.Sean Morrissey is from Levien ' s main subsidiary in Chicago. He has been sent to the Brussels Office to develop Levien ' s procurement policy.The negotiationAs the VCD begins, Andrew and Karen have arrived at Levien 'osffices and are waiting to meet Francoise and Sean.Script 1Karen Black and Andre Carter fail to communicate before they meet the Levin team.A =Andrew K =Karen F =Fran?oise S =SeanA: You sure you don ' t want one, Karen?K: Not for me.A: Of course, I don ' t know Francoise at all, but you ___ 'wviethgSoetyou about negotiating with him in Dallas two years ago, didn ' t I?K: I ' m sure you did, An drew. Can we just focus on the final package? We mustn . ' t They' re going to __ , but we ___ .A: That' s right. Sean was Head of Procurement at TEC in Atlanta.K: What we must keep in mind is _____ if they push us on staff cuts.A: Oh, we don ' t need to worry about that, Karen. We ________ . Se^hjjulsow are you?S: Good to see you aga in, An drew. Atla nta, was n ' t it?A: Dallas, actually.S: Right, three years ago.A: Two.S: Yeah, sure. You two know each other, right?F: You must be Karen Black. I ' m Francoise Quantin. Welcome to Lebvien.K: we ve spoken on the phone, haven ' t we? This is Andrew Carter, ourA: Sorry, I thought you two already knew each other.S: Well, ____ . Can we …?F: Before we start, would you like a coffee?K: That would be ni ce.F: Milk?K: Yes, please.Script 2Kare n Black and Andre Carter are better prepared for their meeti ng with the Lev in team.A: There you go.K: tha nks.A: So, we ' ll wait fdJielm to respond to our proposal.K: Yes, we know that the staff cuts and the price are __ ut we ' d better .A: And you ' d still like me to do the presentation?K: That ' s what hesad-h un ted you for, An drew.A: And you ' ll watch for their react ions and …K: And deal with any questio ns. Yes.A: Be careful with Sea n, Karen. He drives a hard barga in.K: I ' m sure I can handle him. Wen for a long day, aren ' t we?A: Well, you did pack a toothbrush, didn ' t you?F: Sorry to have kept you waiting. You must be Karen Black. I ' m Francoise Quantin and this is Sea n Morrissey.S: Good to meet you, Karen. Fran coise, this is my old sparri ng part ner, An drew Carter.F: Nice to meet you, An drew. How was your flight?K: Excelle nt. Less tha n an hour.A: Hardly time for the breakfast ___ .F: What about a coffee the n, before we start?S: Yeah, you can ___ .F: There ' s no need to hurry. Karen.S: An drew, you ' ll have ano ther one?A: Please. Milk, three sugars.F: Sit down, please.A: Are you ___ , Sean?S: Yeah, I ' m misshiengkitds and my wife. Andre and I _ in Dallas two years ago.A: Yes, __ ---thirty-six hours, wasn ' t it?S: Andrew, if a job ' s worth_d_o_i_n_g.,F: Perhaps we had better start now.。

《国际商务谈判课程》教学大纲课程名称：国际商务谈判课程编号： 11153002 英文课程名称：International Business Negotiations适用专业：国贸，金融，经济总学时数：30 学分数：2理论教学时数:10 实验（实践）教学时数：20 执笔人：黄伟编写日期：2017年2月一、课程性质与任务《国际商务谈判》是国际经济与贸易专业的专业基础课程，融多学科、多方面的知识于一体，具有很强的实践性、操作性的课程。

该门课程的主要教学任务是以人才培养与社会需求相适应为核心，强化理论与实践相结合，通过本课程理论和试验课程学习,使学生掌握并运用国际商务谈判策略、技巧、跨文化沟通能力，以实现以“知识、能力、素质”交融培养和“厚基础、强特色、重创新”为课程培养目标。

二、课程教学目标1.通过本课程的学习，了解国内外经典的谈判理论，包括谈判产生的原因、谈判结构、双赢理念、合作原则谈判法、谈判力、利益分配法则、信任法则、博弈论在谈判中的应用、两分法谈判与复杂谈判、谈判个人心里和文化背景等，能运用基本理论和实例对影响谈判全过程的主要因素进行全面分析。

2.结合理论部分内容进行具有典型性和普遍性的案例分析，使其更好地服务于理论的讲解，培养学生认识问题、分析问题和解决问题的能力。

3.通过网络谈判教学让学生运用先进教学设备和技术手段，及时查找就商务谈判相关前沿发展现状和趋势，了解贸易谈判中的相关新政策等信息。

4.学生在模拟谈判整个过程中（谈判前、谈判中和谈判后）可以依据真实案例比较实际谈判的结果和自己谈判的结果，获得比较接近实际的真实体验，培养学生具有良好的品德修养、较强的语言表达能力、沟通能力、熟练运用外语进行跨文化交流能力，具有综合不同学科知识解决实际问题的能力、独立思考的能力和创新思维的能力和团队合作能力。

三、课程教学内容、要求及学时分配1.理论教学Chapter I An Overview of IBN one class hour Section I Concept and characteristics of international business negotiation Section II Principles of Business NegotiationSection III The types of international business negotiationSection IV Form & Approaches of Business CommunicationKey point: Negotiations are a struggle of wits and capabilities as well as a chase of strategy and skills. Under the circumstance of market economy, business negotiations covering everywhere and any time can contribute to a significant impact on companies’ survival and development.The corresponding course teaching objectives：1Chapter II The theories of international business negotiation one class hour Section I The Economic theorySection II The Basic Psychological Theory of Business NegotiationSection III Integrative approach and win-win principleSection IV Game theory and the principle of good faithKey point: The models with the theory of comparative advantage and the theory of reciprocal demand are widely used to ensure the price of trade. The models of the theory of trade mainly shows why international trade happens and whether the profit distribution in trade is balanced or not.Difficult point: conceptThe corresponding course teaching objectives：1Chapter III Personnel quality, psychological and the group composition of International Business one class hour Section I psychology in International business negotiationSection II Individuals’psychological activities during the international business negotiationsSection III The qualities negotiators should possessSection IV Groups composition of international business negotiationKey point: This chapter shows Maslow’s Hierarchy of Needs, pointing out 5 degrees of people’s need, extending the business negotiation theory and its different uses in business negotiations, and explains the relations between ability and negotiations, qualities and negotiations and introduces different kinds of qualities and finally analyzes the features and divisions of the negotiations groups.The corresponding course teaching objectives：1Chapter IV Differences of Culture in International Business Negotiationsone class hour Section I Cultural factors affecting the style of business negotiationsSection II Cultural differences on international business negotiationSection III The business negotiation customs and styles in the prime regionKey point: The cultural differences have different influence in business negotiation. Cultural factors in negotiation style and cultural difference will have impacts on negotiation. It deals with the way to treat cultural differences in negotiation.The corresponding course teaching objectives：1Chapter V Preparations for Business Negotiations one class hour Section I The Preparations of Business NegotiationsSection II The Information Preparation for Business NegotiationsSection III Business negotiation plansSection IV Simulated NegotiationKey point: Preparation of negotiators is to set up a team, which includes the scale of the negotiation team, the quality of negotiators which should be possessed by the negotiators and division cooperation between group members and so on. The information collection is to better understand each other’s intentions, to make proper plans and negotiation tactics, strategies and the basic premise.The corresponding course teaching objectives：1Chapter VI Business Negotiation Strategies one class hour Section I Strategies of Starting StagesSection II Strategies of offerSection III Strategy of consultation stageSections IV Strategies on the Stage of Striking a BargainingKey point: Business negotiation strategy is generic terms of approaches, measures, techniques, tactics, tools and combinations of general application to achieve a specific goal in the process of business negotiations.The corresponding course teaching objectives：1Chapter VII Communication Skills in Business Negotiations one class hourSection I Sound Language in Business NegotiationSection II The silent Language in Business NegotiationSection III Word processing in business negotiationKey point: All the languages used can fall into two categories: verbal language and non-verbal language, language, the bridge in negotiation is the primary factor to success or failure for the negotiation. So how to use appropriately the skill of language is a major concern and consideration for the negotiators.The corresponding course teaching objectives：1Chapter VIII Different Forms of Tactics in Business Negotiationone class hour Section I Negotiation skills for the superiorSection II Negotiation skills for the inferiorSection III Negotiation skills for the balancedKey point: Choice and application of business negotiation tactics mostly depends heavily on the strong or weak strength of both sides. Exerting tactics expertly and skillfully is helpful to achieve the successful negotiation and reach objectives. The focus of this chapter is talking about the often-used negotiations skills for the negotiators in different position.The corresponding course teaching objectives：1Chapter IX Risk Aversion in International Business Negotiationone class hour Section I Analysis for the Risks of International Business NegotiationsSection II How to Forecast & Control Risks in International Business Negotiation Section III Methods to Avert RisksKey point: There are a wide range of complex factors that influence the success or failure of business activities. What we should make clear in international economic cooperation is that risks are difficult to be averted in business activities, we need to find chances to increase relatively stable return as well as to decrease the rates of causing different loss in the future.The corresponding course teaching objectives：1Chapter X Etiquette for International Business Negotiation one class hourSection 1 Summary for Etiquette in International Business NegotiationSection II Basic Business EtiquetteSection III Etiquette for International Business NegotiationKey point: Etiquette is the rules of international business negotiation if the communication processes violate the etiquette, it would not only undermine the feelings of both parties, but also affect the other aspects of yourself and evaluation, even lead to breakdown of the talks. So clearing the way for the smooth progress of negotiations is very important.The corresponding course teaching objectives：12. 实验教学:Experiment 1 2 class hours Liaoxi environmental industry park investmentⅠ. Experiment Aim:1. understand the process of business negotiation, including its concept, strategy and skill, psychological warfare spyware, how to solve the problem existed to put forward new solution.2. how to break deadlock during negotiation to promote win-win result.ⅡExperiment Theory1. Win-win Concept and Traditional Concept2. How can both sides win3. How to communicate with partner and solve the problem.Ⅲ. Experiment Content1. understand the process of Negotiation2. the characteristic of international negotiationⅣ. Experiment Demand1. each student learn the negotiation process2. offer how to handle and manage the win-win concept during the negotiationⅤ. Experiment Guidance1. Explain the structure of international negotiation according to the case.2. How can both sides get win-win result. Help students review the win-win theory.Experiment 2 2 class hoursThe office delay pay compensationⅠ. Experiment Aim:1.learn how to collect necessary information and locate the target decision2.form the staff negotiation teams3.choice of negotiation venuesⅡExperiment Theory1.Collaborative Principled Negotiation2.Invent Options for Mutual GainⅢ. Experiment Content1.Putting the above theory into the case2.Focus on Interests Not PositionsⅣ. Experiment Demand1.Prepare for the detailed data and material of the partner2.realize the programme prepared for the negotiation3.find out the shortage for each side during the process of negotiationⅤ. Experiment Guidance1.students are divided into several groups with four in each group, two students aresellers and the other two are buyers.2.continue the negotiation between two sides from where it stopped.3.the two students will discuss between themselves first and make decisions on finaloffer for the deal.Experiment 3 2 class hoursNegotiation on finance leaseⅠ. Experiment Aim:1.Team cooperation to overcome obstacle or weak point during negotiation2.put the theory into to the simulation practice and get the summary from thesimulationⅡExperiment Theoryw of interest Distribution2.Needs Theory3.Application of the Needs Theory in NegotiationⅢ. Experiment ContentAnalysis the background of seller and buyer, make out the outline for this case depending on the above theory, then try to apply to the case simulation.Ⅳ. Experiment Demand1.prepare to achieve a win-win result and apply in the negotiation2.analyze the interests of both parties and find out the common interests.3.if not reach an agreement with the other party, work out an options or alternatives. Ⅴ. Experiment GuidanceOrganize a group of 4 students. study the background materials for seller and the buyer respectively then discuss the key points to realize the finance lease.Experiment 4 2 class hoursAlteration of the right of distributionⅠ. Experiment Aim:1．Learn negotiation power and related factors2．Grasp application of power tactics3．Study factors causing the changes of negotiation powerⅡExperiment Theoryw of Trust2.Suggestions of Enhancing Mutual TrustⅢ. Experiment Content1.how to decide a person trusts and is trusted?2.Effects of Trust3.Determinants affecting a person’s trustful or mistrustful behaviorⅣ. Experiment Demand1.each group should discuss the background carefully to enhance trust one another2.analysis the secondhand market of cars and establish two at least plan fornegotiationⅤ. Experiment GuidanceWhatever each think will advance his interest, each side can introduce additional facts and assert opinions that would be plausible in this situation.Experiment 5 2 class hours Dispute on contract of purchase and sale of peanutⅠ. Experiment Aim:1.Learn the key theory and its application during negotiation2.Enhance further team cooperation and its flexibility during negotiationⅡExperiment TheoryGame Theory and Negotiation applicationⅢ. Experiment Content1.Study the organization structures of each group and understand the illustration ofGreen Bank Organization.2.to summarize the common interests and differences.3.to create and discuss new options and search for objective criteria.Ⅳ. Experiment Demand1.first group of students acting as a third party in the dispute between twodepartment managers, sales and product development, will help the other twoparties work out a solution themselves.2.the third group of students will explain his reason and if possible he may givemore of his own reasons as sales representative.Ⅴ. Experiment Guidance1.Two groups will be divided in this simulation. The first group act as a third party.The second group act as department managers and as product development.2.It is important for the second party to give his options and discuss with the otherparty in order for him to reach a solution acceptable to both sides with the help of the his own party.Experiment 6 2 class hoursSuspension of claimⅠ. Experiment Aim:1.Dealing with sales enquires2. Dealing with sales orders3. Negotiating a SaleⅡExperiment Theory1.Distributive Negotiation2.Price Negotiation and Negotiation ZoneⅢ. Experiment Content1.Study the case carefully then copy and complete the invoice with informationgiven during the conversation.2.Do the series exercises given depending on the situation points through internet. Ⅳ. Experiment Demand1.With very computer skill, the students must finish the exercises within given time.2.promoting the ability of listening and written language to enhance students’written negotiation ability.Ⅴ. Experiment Guidance1.grasp written outline and letter’s skill.2.finish the tasks with written language within given time in order to promotewriting skill.Experiment 7 2 class hoursSteel trade warehouse loansⅠ. Experiment Aim:1.Learn the definition of Culture2.Culture Patterns during negotiations around the WorldⅡExperiment Theory1.Involvement of Third Parties2.Coalition, Multi-party NegotiationⅢ. Experiment Content1.Learn Hi-tech and Technical Background nowadays by internet.2.Study the influence of Cross Culture to negotiation.Ⅳ. Experiment Demand1.Learn style of different countries’ culture and its function on negotiation2.promote your own adaptability to different culture around worldⅤ. Experiment GuidanceOrganize each side of 4 students for one group, assume that you are negotiators sent by Hi-tech. Follow the negotiation style guidelines but do not exaggerate them to the point of making them unrealistic. Discuss them with your team and plan how you will follow them in your negotiation.Experiment 8 2 class hours The joint venture of waste tire processing production baseⅠ. Experiment Aim:1.Learn the rule of joint venture and related factors2.Grasp application of power tactics3.Study factors causing the changes of negotiation powerⅡExperiment Theoryw of Trust2.Suggestions of Enhancing Mutual TrustⅢ. Experiment Content1.how to decide a person trusts and is trusted?2.Effects of Trust3.Determinants affecting a person’s trustful or mistrustful behaviorⅣ. Experiment Demand1.Each group should discuss the background carefully to enhance trust one another2.Analysis the market of waste tire and establish outline at least plan for negotiationⅤ. Experiment GuidanceWhatever each think will advance his interest, each side can introduce additional facts and assert opinions that would be plausible in this situation.Experiment 9 2 class hoursExport payment settlementⅠ. Experiment Aim:1.Application for the payment under the knowledge of payment terms2.Grasp application of payment tactics3.Study factors causing the changes of negotiation powerⅡExperiment Theoryw of International Trade2.Suggestions of Enhancing Mutual TrustⅢ. Experiment Content1.adjust the contract of business trade for export payment settlement2.win-win resultⅣ. Experiment Demand1.each group should discuss the background carefully to enhance trust one another2.analysis the secondhand market of cars and establish two at least plan fornegotiationⅤ. Experiment GuidanceWhatever each think will advance his interest, each side can introduce additional facts and assert opinions that would be plausible in this situation.Experiment 10 2 class hoursRelocation compensationⅠ. Experiment Aim:1.To overcome obstacle or weak point under adjustment of location govenmentduring negotiation2.Each sides will get the satisfactory results for the compensationⅡExperiment Theoryw of real east2.Needs Theory3.Application of the Needs Theory in NegotiationⅢ. Experiment ContentAnalysis the background of each side, make out the outline for this case depending on the above theory, then try to apply to the case simulation.Ⅳ. Experiment Demand1.prepare to achieve a win-win result and apply in the negotiation2.analyze the interests of each parties and find out the common interests.3.if not reach an agreement one another, work out an options or alternatives.Ⅴ. Experiment GuidanceFollow the negotiation style guidelines but do not exaggerate them to the point of making them unrealistic. Discuss them with your team and plan how you will follow them in your negotiation.四、教学方法本门课程的教学方法：课堂讲授、案例讨论、模拟谈判、网络谈判及课外作业（通过网络平台学习参考文献、答疑，远程谈判）。

西京学院本科毕业设计（论文）外文资料翻译教学单位：经济系专业：国际经济与贸易（本）学号：0700090641姓名：王欢外文出处：《国际商务谈判》附件：1.译文；2.原文；3.评分表2010年11月1.译文译文（一）国际商务谈判是国际商务活动中，处于不同国家或不同地区的商务活动当事人为了达成某笔交易，彼此通过信息交流，就交易的各项要件进行协商的行为过程。

可以说国际商务谈判是一种在对外经贸活动中普遍存在的﹑解决不同国家的商业机构之间不可避免的利害冲突﹑实现共同利益的一种必不可少的手段。

国际商务谈判与一般贸易谈判具有共性，即以经济利益为目的，以价格为谈判核心。

因为价格的高低最直接﹑最集中的表明了谈判双方的利益切割,而且还由于谈判双方在其他条件,诸如质量﹑数量﹑付款形式﹑付款时间等利益要素上的得与失,在很多情况下都可以折算为一定的价格,并通过价格的升降而得到体现或予以补偿。

在国际买卖合同中价格术语包括单价和总价。

单价则是由计量单位，单价，计价货币以及贸易术语构成。

例如，一个价格术语可以这样来说：“每吨ＣＩＦ伦敦１５００美元包含３％佣金”。

总价格是合同中交易的总额。

在谈判过程中，应该由谁先出价，如何回应对方的报价，做出多少让步才适当，到最后双方达成都能接受的协议，整个这一过程被称之为谈判之舞。

通常情况下，谈判者的目标价位不会有重叠：卖方想为自己的产品或服务争取的价格,会高出买方愿意付出的价格。

然而，有时候谈判者的保留点却会相互重叠，也就是说大多数买方愿意付出的价格都会高于卖方可以接受的最低价格，在这种议价区间的前提下，谈判的最终结果会落在高于卖方的保留点而低于买方的保留点之间的某个点上。

议价区间可以为正数，也可以为负数。

在正议价区间，谈判者的保留点会互相重叠的，即买方愿意出的最高价格高于卖方可以接受的最低价格。

这意味着谈判者能达成协议的话，那么结果肯定在这个区间之内。

负议价区间可能根本不存在或是负数，这可能会造成花费巨大的时间来做一件毫无结果的协议，谈判者将会浪费时间成本。

I n t e r n a t i o n a l-b u s i n e s s-n e g o t i a t i o nInternational business negotiationFollowing key pionts typed by mr.yang are the summary of possible answer to the examination.Chapter1:negotiation motives and key terminologyNegotiation:a negotiation is a process of communcication between partie to manage conflicts in order for them to come to argreement ,solve a problem or make arrangements .negotiation is a basic means of getting what you want from problems .three main conditions: a result of mutual giving and taking ,due to the exitstence of conficts,equal righr of the negotiator .Conflicts :a conflict is a dispute ,disagreement,or argument between two or more interdependent parties who have different and common interests .a conflict can block each other’s abilities to satisfy their interestsStakes: stakes are the value of benefits that may be gained or lost ,and costs that may be incurred or avoided.Chapter 2 :negotiation procedure and structureMain steps:introduction of team members ,negotiation agenda and its arrangements ,formal negotiation ,and ,wrapping up.General structure of negotiation :determine interests and issues ,design and offer options,introduce criteria to evaluate options ,estimate reservation points ,explore alterneratives to agreement,reach an agreementChapter 3 negotiation lubricationNegotiation preparation :objectives and targets ,to be acheived; macro and mirco information to be researched ; negotiation team members to be involved ; locations where negotiations to be conducted ;Where to collect information :service organization ,directories and newsletters(通讯社），on-line service ,Two value applications : problems solving and strategic planning. The more we know about a situation ,the more certain we are about possible problems . Such as local laws and regulations ,information on financial cerdit ,market servey.Staffing negotiationTeam leaders ,professionals,interpreters,notekeeper,other suggestions for team members.Choice of venues :host value and its advantage: familiar place ,control the logiistics （后勤安排），do not suffer from jet leg and other discomforts .show the company facilities .Win-win model : determine each party’s interests and needs , find out the other party’s interest s and demamds. Offer constructive options and solutions ,announce success of negotiations ,declare failure of negotiations or negotiations in impasses.Differences:between double win and win-lose is thar both parties will not only seek means to fulfill their own interests but also hope the interests of the other party may be realized more or less .How can both sides win ?Description:The most important issues have been placed at the top and the remaining issues are then ranked in descending order to the least important at the bottom .the same issues appear in each list indiciates thar both parties negotiating to the same overrall agenda ,it is only the realtive importance of each that differ.Examples:It can be immediately seen that while this issue is of paramount importance to the buyer ,it ranks only third importance in terms of the seller’s perspective.so the seller is able to concede the subsidy ,but make it conditional on payment terms . Summary:each gives something of less impotance for somehing of greater importance ,the bagining process becomes possible and both sides can win .Four basic components:people :separate the people from the problems ,interests :focus on interests but not positions gainning:invent options for mutual gain criteria : introduce objective criteria .Perception ,emotion and communciation.Perception: put yourself in their shoes ,do not blame them for your problem ,give the other side a stake in the outcome by making sure they particapate in the process.Emotions :allow the other side to ler off steam ,do not react to emotional ourbrusts Commuciation:listen actively and acknowledge what is being siad ,speak about yourself not about them , avoid trying to score points and debating them as opponents Focus on interests but no positionsExplore their interests which stood in our way,examine the different interests of different people on their side ,look at their human needs underlying their positions . Invent options for mutual gainSeperate inventing options from evaluating them ,develop several options before a solutions ,indentify shared interests,look for options that would make the decision easier for them..Introduce obijective criteriaLook for fair standards ,look for fair procedures(legitgimate ,highly efficient ,not hurt the realtionship of the parties .Chapter 6Needs theoryPhysilogical needs ,safety and security needs ,love and belonging needs ,esteems needs ,needs for self-actualization ,needs to know and understand ,aesthetic needs Interests of individual negotiator vs interests of organziationsGeneally,realization of organzitational interests means fulfillment of personal interests and vice versa.Howerver ,personal interests are not always in convergence with that of organziations particularly when individuals place their own interests before their that of the organzitions or when their own interests are conflict with that of theorganzitions ,which are often of monetary nature.Add:+interests of state .Generally,interests of organziation and the state should be in convergence and well coordinated since steate interests represrent that of organziations inall.however ,betray country........Law of two-level gameVariables: domestic and international interestsRelations : the larger the divergence of interests among all parties involved ,the harder all parties reach a consensus at domestic level ,a result weakening their bargaining power and reducing possible gain of interests at negotiation table .in interestional negotiation ,one’s party’s interests overlap that of the other party .the chance of success will increse when overlapping parts are large or cause to make larger.if there is no common ground at all ,negotiation will be impossible .Chapter 7 negotiating power and related factors1.power:Power is a social phenomenon endowing people with control over other people ,events ,activties power require a realtionship and interation.2.sources of power: the state of the market ,market3.factors causing the changes of negotiating power :(1.motivation=offer inducents ,demonstrating attractivenness , getting external third part’s backing ,placing a time limit.)(2,dependece=reducing,delay or withholding services or resources,blocking the other party’s ability to work on thier own),3,(substitutes)4.Application of power tactics :time pressure , appering film,ridiculing other’s position,building prominence (不尊敬）of your offer，threatening the relationship.5.Estimating negotiating power :By comparing your scores with those of other party,you can gain a better understanding of what power you have and where you need to improve.if your overall score is less than that of the other party,look for those individual types of power where you have a lower score and find out how you can improve .Chapter 8 law of trust1.Trust and its interpretation :t rust means increasing your vulnerability to another person whose behavior is not under your control in a situation . If the other person abuse or fails to protect your vulnerbility you would suffer thepenalty ,loss or deprivation,if the other person fulfill or protec your vulnerbility,you wil gain the benefit ,reward or satisfaction.2.How to dicide a person trusts or is trusted ?Three fundamental elements :information ,influence and control .Show trust when he reveals informatiion he need not disclose.so,he allow others to influence his decisions ,he delegates(委托) others to act on their own on his behalf .1.Determinants affecting a person’s trustful or mistrustful behaviorUnchangeable elements :childhood eduction,professional or special training Changeable record :post credit record ,competence of others to perform atask .intentions of others ,reward systems.2.Effects of trust trust is a decisive element in people’s relationship ,trust encourage cooperation and mutual understanding ,and it is fundamental for establishing sound relationship among negotiating team members as well as between negotiating parties .3.Piture explainations: people working in a team with high level of trust send signal of trust to each other and recive trust from each other .wchin increase level of trust among the members .conversely,mistrust provokes rejection anddefensiveness ,damages collaboration and relationship of team members and negotiating parties ......devastating results.4.Suggestions of enhancing mutual trust1,encourage mutual trust by establishing trust-rewarded system in childhood education,.....2,build up people’s confidence in trust bid by bid through giving information ,influence ,self-control and concessions3.discuss frankly with the other party what is generating mistrust in negotiation. Two more years have passed by us so quickly , we became graduations.yeh ,we all need a wonderful future ,so on the road to future ,we need courage,edurance and hardwork,but of course,please do not forget your kommilitones and those days.make a long story short.Beliving all students of our class have a better result whatever in examination or in future .-Mr yang .。

International business negotiation——To be a qualifiednegotiator姓名：学号：专业班级：To be a qualified negotiatorToday’s globalization requires professionals to deal with their counterparts in countries with different economic, cultural, legal, and political environments. You may need to resolve a dispute with a supplier, finalize a counter proposal for a state-owned enterprise, or lead a multicultural team. Thus in a globalized market, few subjects are as critical as negotiating across cultural boundaries. When negotiators are from diverse culturally sensitive negotiating skills are necessary for managing in an international setting. So, it needs we deal with carefully and keenly.As we know, if you want to be a good international negotiator you should prepare well before start the negotiation.The most important thing is to collect information. Such as: the background, corporate culture and management method of the target co. you will negotiate with. Because all these aspects will be closely related to their offer, their way of doing business, even the strategy they will adapt in a negotiation. In addition, know the people well who will attend in the negotiation by all possible means. Pay more attention to their negotiation style: task-oriented or people-oriented? Their ways of handling things, directly or indirectly? High-context or low-context? The philosophy they stickto, win-win one or the win –loss one? And if possible, know about their personalities which may affect the going of the deal to a certain extent.Apart from that, you should spare some efforts on your own part, this may include: set up your objectives clearly. Always keep what you want to achieve in mind, work out a strategy (according to their possible tactics), distribute the roles appropriately, when doing this; you should be clear about different people’s characteristics. Last one; be ready to cooperate with other members in a team. Different people may have different perspectives and views to different things and in a negotiation they play different roles and have certain emphasis. So be cooperative is rather critical for a successful negotiator.1. Target decisionPerhaps the most important part of pre-negotiation planning is determining, with some precision, the negotiation objective that need to be achieved. A buyer cannot go into a negotiation with vague objectives such as ‘to get the price down or “to do the best I can”. A buyer must go further than this and establish a negotiation objective for each agenda item that he intends to raise.2. Collecting informationThe first step you should do is that you must make sure which kind of information you need.Then, we can use the following way get some important information.(1)international organizations;(2)governments;(3)service organizations;(4)directories and newsletters;(5)on-line service;(6)local laws and regulations;(7)information on financial credit;(8)market survey.3. Staffing negotiation teamsGenerally speaking, a negotiation team consist of a team leader or chief negotiator, and an interpreter if it is a bilateral negotiation, and a note keeper. Other key members of the team include professionals and experts representing their special fields, such as production, sales promotion, technology, financial accounting, engineering, law and other areas concerned with a specific negotiation, counting, engineering, law and other areas concerned with a specific negotiation.4. Choice of negotiation venuesGenerally speaking, negotiation sites can be divided into three categories host venue, guest venue and third party’s venue. You can according the situation and then choose right place. A careful consideration and arrangement for the preparatory work cansave a lot of time and resources for negotiators.5. Communicate in negotiationMuch of what people communicate to one another is transmitted with nonverbal communication. Examples include facial expressions, body language, head movements, and tone of voice, to name just a few. Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation; they let the other know that you are listening and prepare the other party to receive your message. We discuss three important attending behaviors: eye contact, body position, and encouraging.6.The Case study of Cultural Difference Of Nonverbal CommunicationAnother most important factor which affects the success of business negotiation is cross-cultural communication.The study of cross-cultural communication includes language communica tion and non-verbal communication.People usually pay attention to verbal communication in general during communication.They believe that language is the only way to transmit and compre hend information,while ignoring the importance of non-verbal communication.This paper attempts to introduce the basic ideas of non-verbal communication and apply relevant principles to account for some cross-culture business negotiation skills through case studies.This paper aims to make people understand the importance of non-verbal communication and the non-verbal language difference which is influenced by different social ba ckgrounds so as to avoid business negotiations failure.Then i want to share with you some case about culture different: Case1:The Culture Difference of Body LanguageAt an international airport in an Arab country,a Chinese engineer wanted to express his appreciation attitude while che cking the luggage.As he knew no Arabic,the only way for him was to shake hands with the officer.Both of the engineer’s hands were full—his left hand was holding a small traveler’s bag and his right hand a pi ece of luggage.For the sake of convenience,the engineer quic kly put the bag into his right hand and extended his left oneto the officerhe was expecting a hand shake with the officer.Something happened unexpectedly.The officer’s smiling face turned pale and the smile disappeared at once. Instead of a courteous handshake,he slapped that engineer’s extended hand and walked away.Analysis:Personal body movements and facial expressions c an convey information which sometimes can cooperate with the l anguage,and sometimes even can replace the language to conveyinformation.What is wrong with the Chinese engineer in the c ase above?The point is that:he extends his left hand the Ara b officer for a handshake.What that engineer do not know is t hat,in Arab culture,left hand is dirty,and it is regarded a s an insult if someone uses it for a handshake.It is true that a business person could not have a complet e knowledge of all other culture and customs.However,as a bu siness person,he should learn as much as possible.Actually, more and more Western business magazines and journals have bec ome more and more interested in study on cultural differences and teaching their business people how to behave accordingly i n another culture.People of different cultures will have different understan ding about body language.Business Communication is not only t he exchanges and cooperation in the economic field,but also t he exchange and communication between cultures,and cultural f actors always play a crucial role.The same movements or expre ssions in different cultures may stand for different meaning. For example,Americans use thumb and index finger to make a ci rcle instead"OK"as a symbolic gesture.But,in Japan,it is s tand for"coin",the shape of"money".So in Japan the gesture means the money.In France,in most cases,the gesture means"zero"or"no value".Use the same gesture on the same occasi on can means different kinds of meaning in different culture and cause different kinds of responses.The same gesture,the Americans means"OK";the Japanese means"money",they want to know something about the price;French means"no value".In a word,in the process of business communication businessmen sh ould know some cultural habits to avoid unnecessary misunderst anding.Case2:The Cultural Difference of ParalanguageSome Japanese businessmen went to the United States for a large trade negotiation.At the beginning of the negotiations, U.S.representatives spoke a lot.They want to reach an agree ment quickly.However,the Japanese representatives kept silent.When the U.S.representatives try to talk with the Japanes e,these American managers confused and felt frustrated.Becau se the American managers sometimes just got a"Hay"or a nod a s the answer,even sometimes they got nothing but the silence. Finally,the U.S.manager concluded:"The Japanese do not wan t to do business with us.They are so rude,they even do not ha ve a willing to talk with us!"This trade negotiation ended w ith failure.Analysis:More often the American-Japanese business communication runs into a loop:the more the American talks,the-mor e silent the Japanese will be-they need time to digest what th e American has just said;and the more silence the Japanese re spond with,the more the American will talk.For those America n managers,perhaps the saying“enough is enough”is the be st expression to describe their irritated feeling or frustrati on.This helps to explain why the American manager in the case above finally said:"The Japanese do not want to do business with us.They are so rude,they even do not have a willing to talk with us!"What makes the American-Japanese business communication r uns into such a loop is the cultural difference of the two cou ntries.They have different understanding of silence.American s believe an eloquent speaker is regarded as a good communicat or.For that reason,many Americans assume that one should be eloquent,and this should be the standard applicable everywher e in the world.However,what they do not know is that such a standard does not fit into the Japanese context.The Japanese culture,on the contrary,takes silence as an earnest way to t hink about what others have said(or are saying).Moreover,Ja panese distrust“speakers”.As the proverbhe who knows does not speak,and he who speaks does not know.That’s the reason why many Japanese often remain silent or pause for a long time before they say anything.As far as silence i s concerned,Japanese have all kinds of silence,each of which carries different meanings.And this is something many Americ an managers have little knowledge about.In a word,we must pay attention to the turn-taking skills during business conversation.In English-speaking countries, silence is the worst response during the communication.Becaus e they believe response is a expression of respect and attenti on.We must use non-verbal signals from time to time to mainta in a context with others during business communication.7. The necessary qualities a negotiator should have，such as:(1).Patience.(2).Self-control ability.(3).Listen carefully.Finally, we need to do a lot more to make us a successful negotiator, the above words are far less enough. But they can be seen as a guide and the direction for us. “Where there is a will, there is a way.” If only we set up our mind and spare no effects, nothing is impossible in the world, so does “be a successful negotiator come on!”【Reference】[1]Roy J. Lewicki & Bruce Barry & David M. Saunders. international business negotiation[2]Claude Cellich & Subhash C. Jain. Practical solutions to global business negotiations[3]白远.国际商务谈判欢迎您的下载，资料仅供参考！致力为企业和个人提供合同协议，策划案计划书，学习资料等等打造全网一站式需求。